The Power of Habit: A Book Review
The Power of Habit by Charles Duhigg deals with habits according to the individual, the organisation, and society at large.
(By Tsem Rinpoche and Pastor Niral Patel)
Self-help books are a dime a dozen these days. As soon as you walk into a bookstore or want to buy an eBook online, you are bound to come across the self-help section, also known as ‘popular psychology’ or ‘general psychology’. It is something unavoidable in this day and age. Given the plethora of titles available, it is easy to get overwhelmed and not know which book or resource is the right one for you. But unknown to most, the self-help genre is as old as writing itself. Even the ancient Egyptians, with their complex hieroglyphic language, had their own versions of self-help literature, as did the Greeks and Romans.
As a genre of literature in Western culture, self-help books can be traced back to a text published in 1859 by Samuel Smiles titled: Self-Help; with Illustrations of Character and Conduct. The book was a manual of sorts aimed to instruct readers on solving personal problems and uplifting oneself from poverty to wealth through frugality and eradicating irresponsible behaviour. However, the book also attacked the principles of materialism and governments that did not regulate economic affairs or implement both taxation and subsidies. This book is commonly referred to as the “bible of mid-Victorian liberalism.”
Over the last half century or so, the genre has taken cultural prominence all over the world and has evolved to cover a wider range of topics than written about in Smiles’ Self-Help book. These days, the self-help genre seeks economic, intellectual, and emotional improvement driven by one’s own determination and often includes a significant psychological basis. A major section of the genre deals with the formation of habit, a recurring pattern of behaviour acquired through frequent repetition until one engages in it almost unconsciously. These habits lead us to failure and misery, or propel us to succeed and provide us with a deep sense of happiness. It is this topic that Charles Duhigg explains and investigates in his book: The Power of Habit: Why we do what we do and how to change. The Pulitzer Prize winner writes about habit in three distinct, yet obviously interrelated, spheres: that of the individual, that of organisations, and that of societies. The truths and techniques he lists in these sections provide readers with a truly powerful transformational ability.
The Habits of Individuals
Samuel Smiles published a book titled ‘Self-Help’ in 1859. It was to be the first book in the modern self-help genre.
Chapter 1, titled: The Habit Loop: How Habits Work discusses how many people mistakenly believe the formation of habit is linked to one’s psychical memory. The story of 71-year-old Eugene Pauly shatters this misconception. Due to viral encephalitis, Eugene lost the medial temporal lobe of his brain. Though the rest of his brain remained intact, he suffered complete short-term memory loss, and he could only remember events that occurred before 1960. His short-term memory loss was so bad he could not remember any new event for more than a minute. He could not tell you where the kitchen or bathroom was located in his own house, even if he was sitting there, and he had no memory of his grandchildren.
His wife took Eugene for a walk every day around the neighbourhood to ensure he had enough exercise. However, one day, she could not find him in the house. After 15 minutes of frantic worrying, Eugene showed up having gone for his daily walk by himself. His memory was so bad, he could not tell you where his house was or even describe the route he took every day, but he could actually take the walk every day. His example broke the conception that habits are formed and operated from the part of the brain that regulates memory. Later, scientific tests confirmed we actually learn and make unconscious choices without having to remember anything about the lesson or decision-making process.
It seems this is due to the fact that the brain converts sequences of actions into automatic routines, known as ‘chunking’, and this is the cause of habit formation. For example, using a fork includes several actions and awarenesses, including knowing how to hold the fork, how much pressure to apply to pierce the food, how to bring it up to the mouth, when to open the mouth, and when to close the mouth, and how to remove the fork from the mouth ensuring the food does not spill out. This simple use of a fork involves many separate actions in unison, but most of us do this every time we eat without a second thought.
The Habit Loop
Duhigg continues chapter 1 by outlining a principle that is central to understanding habit formation and subsequently how to change our habits. He calls this principle the habit loop. It consists of three steps:
- Cue – a trigger that signals your brain to execute an automatic mode.
- Routine – the emotional, mental, or physical behaviour that follows the cue.
- Reward – the positive stimuli affirming the routine works well, and is something to remember. This leads the brain to use the same routine again in similar situations.
Once we understand and are familiar with how our habits are formed, it makes them much easier to control. By observing the cues and rewards we use in certain situations, we can change the routines to effect the desired change in our lives.
In chapter 2, The Craving Brain: How to Create New Habits, Duhigg examines the importance of the cue and reward to create a new routine. He gives many examples, one of which is the story of Proctor and Gamble’s then-revolutionary product Febreze. Though it was a breakthrough in modern science because it eliminated odours rather than masked them, like regular air-fresheners, it was not originally popular. Due to the way our body’s sense of smell works, we become used to smells over time. If a lady with nine cats and house odour lived in the situation long enough, she would become used to the smell, therefore would not think of buying the product.
She would have no cue to induce her to do anything about the smell. The company was about to discontinue the product when their management team found out what scientists then already knew; once a cue is introduced, the brain begins to anticipate and crave the associated reward. In this case, they could not sell a product without a scent, because there was no cue for the brain to anticipate. After adding fragrant scents to Febreze and marketing the product as the final touch to a household cleaning routine, sales increased dramatically. Later, the company revealed the real scientific and chemical breakthrough that Febreze utilised, eliminating odour rather than temporarily covering it.
Duhigg’s third chapter, The Golden Rule of Habit Change: Why Transformation Occurs seeks to analyse transformation. Of the many systems and examples of transformation he writes about, the 12-Step Alcoholics Anonymous is particularly important. In this system, an actual physical addiction with both genetic and psychological roots is overcome in a largely arbitrary and unscientific method. It does not address the biochemical factors present in alcoholism, nor the psychiatric factors involved. Rather, it introduces a new routine in the habit loop, first by identifying what alcoholism is supposedly fulfilling, which is relaxation, companionship, relief from anxiety, or escape, and substituting this through the medium of Alcoholics Anonymous groups. Although powerful but scientifically perplexing, one other key factor is involved and that is faith or belief. Though the scientific examination of faith and its mechanism to inspire change is almost non-existent, it remains a potent tool in personal transformation. For example, most people attending Alcoholics Anonymous have faith or belief in a higher power. Likewise, faith and belief not only in a higher power, but in anything, can lead to change and transformation.
The Habits of Successful Organisations
Keystone Habits, or the Ballard of Paul O’Neil: Which Habits Matter Most, Chapter 4, talks about the need to use what is termed as a ‘keystone’ habit, something that creates a chain reaction disrupting other habits. Citing the example of Paul O’Neill, CEO of the manufacturer Alcoa, he stresses the importance of keystone habits in effecting transformation within organisations. Giving his first speech to investors in 1987, O’Neill talked about worker safety, rather than following the usual script about profit and losses, and promised to implement better business acumen. He even pointed out fire exits to members of the audience, who questioned his sanity.
Fast-forward 11 years, and Alcoa had become a company with an accident rate 1/20th of the national average. O’Neill succeeded in his implementation of new safety guidelines, and this paid off with a 500% rise in income and a market value increase of $27,000,000. He knew transformation of the work force was necessary and realised concentration on one thing would disrupt other habits hindering the growth of the company in all areas of management. Worker safety was his keystone, and realising this, he instituted a better habit loop – whenever there was an injury (cue), the unit president would provide O’Neill with an injury report and action plan to prevent such accidents again within 24 hours (routine). Promotion depended on compliance with this requirement (reward).
For the unit president to meet the 24-hour deadline, he needed to be in close communication with his VP to hear about it. The VP had to be in constant communication with the floor managers; the floor managers relied on workers for safety suggestions, which they would need to answer the VP when he asked for a plan. As new patterns of communication were created because of this, other areas of the business changed, and better safety ultimately became better quality and efficiency.
Keystone habits can affect all areas of our lives, leading to wider shifts and behaviours. For example, those with a habit of exercise find they start eating healthier, are more productive at work, and feel less stressed. Though the principle may be easy to understand, implementing it can be a challenge and can only be done through a trial and error approach with the goal of a ‘small win’, a minor advantage that sets into motion a transformation of habit patterns on a larger scale.
Duhigg gave an example of a ‘small win’ by detailing a 2009 weight loss study. Simply by asking participants to keep a daily log of the foods they ate and nothing more, participants naturally began identifying eating patterns. This led to them taking more proactive approaches to planning meals, which led to healthier meals. Those who kept the food diary lost twice as much weight as any other participant.
In chapter 5, Starbucks and the Habit of Success: When Willpower Becomes Automatic, Duhigg presents one of the most important keystone habits – our own willpower. Highlighting the story of the international coffee chain Starbucks, he showcases that increasing willpower in one area of your life increases willpower in other areas of life too. This was integral to the success of Starbucks, which included the implementation of methodical planning of routine to deal with cues where pain and temptation were the strongest.
This was implemented through a rigorous training system and guides. Staff were made aware of certain cues that would necessitate a response, normally emotional, such as an angry customer yelling because his or her order was incorrect. This was matched with one of the dozens of routines in the company’s repertoire. By choosing a specific behaviour, or routing as Duhigg labels it, willpower became a habit. This led to employees maintaining a high level of service, which propelled Starbucks to become one of the world’s leading coffee companies.
In The Power of a Crisis: How Leaders Create Habits Through Accident and Design, chapter 6 of his impactful work, Duhigg states each organisation has their own instituted habits. These are mostly unspoken routines that make the company work, as even the most skilled leaders could never deal with the small decisions faced by front-line workers. While it may seem a company spends time in research and development, coming up with often-complex systems, most of the actual routines are based on individual and collective behaviours. For example, if you asked someone how to succeed in the company at which you work, it is unlikely they would refer you to the policy handbook, but rather tell you about the informal rules of working there. If working in a successful organisation, it is probably because its leaders have developed these unspoken habits that provide a sense of power and keep the peace, while making it clear who is in charge.
Chapter 7, How Target Knows What You Want Before You Do: When Companies Predict (and Manipulate) Habits, outlines how companies utilise cues, habits, and rewards to become successful. Companies these days rely on large amounts of data to predict consumer habits, but have realised that most purchasing decisions are made the moment a consumer actually sees a product. Despite a customer’s intention to buy a product, habit is much more influential in their decision-making process. These habits, however, are much more individualised than information provided by large amounts of data.
To counter this, companies like Target collect individualised shopping data based on customer spending through the use of credit, loyalty programmes, rewards, and frequent shopper cards. Combined with information such as age, marital status, location and ethnicity, which are provided when customers sign up, they can create an extremely detailed picture of a customer’s life. Using this, they can then tailor products which fall in line with the customer’s habits, thereby increasing sales dramatically. For example, if you suddenly start buying pre-natal vitamins, Target will send you coupons for pregnancy items and even coupons for diapers, cleverly delivered between more generic adverts, such as for lawnmowers or food. What Duhigg shares in this chapter is that one should not be suspicious of the manipulation of your habits by large companies, but realise habits are an extremely powerful tool, and you can create your own new habits between your existing routines.
The Habits of Societies
Duhigg spends a large part of chapter 8, Saddleback Church and the Montgomery Bus Boycott: How Movements Happen, analysing how the American hero Rosa Parks refused to give up her seat on a bus, sparking a movement that spearheaded civil rights in the United States. This incident was not the first; at least two similar recorded incidents had occurred in the previous months before Rosa Parks’ most famous defiance on December 1, 1955. Habits were responsible for the civil rights crusade.
Deeply involved in her community, she was part of many groups and organisations that rarely communicated or crossed paths with each other. When two of her friends, unknown to each other — a former head of the Montgomery chapter of the National Association for the Advancement of Coloured People, and a white lawyer — both tried to post her bail and mount legal challenges against segregation laws, links were made that did not previously exist. By the end of the day, news of her arrest had spread throughout the community like wildfire, and the beginnings of the civil rights movement took root.
In this case, it was not that Rosa Parks had many close friends; in fact, she had what sociologists call “weak ties.” These are in many ways more important than close friends, connecting us with a wider network of people, groups, and information. Close friends usually run in the same groups we do; therefore, they are unlikely to connect us to much outside our own sphere. Through these weak ties, there was enough peer pressure for a movement to take root. A smaller amount of pressure, but over a considerably larger number of people was necessary. In fact, those who didn’t participate in the movement risked losing social standing within the community. When this was picked up by the media, they took it to mean everyone was participating. The resulting boycott against the city of Montgomery became a new social habit that spilled over into larger habits, such as peaceful protests, a move that jumpstarted the civil rights movement, leading to the Civil Rights Act of 1964.
Duhigg’s last chapter, The Neurology of Free Will: Are We Responsible for our Habits? discusses more scientific approaches to understanding habits through MRI scans and clinical research. Using this, he seeks to prove the validity of his habit loop theory and does so convincingly through examples of differences between pathological and social gamblers. He concludes that, no matter how strong a habit is, as long as you are aware of it, you can change it. In the end, he recounts a story by David Foster Wallance.
“There are these two, young fish swimming along, and they happen to meet an older fish swimming the other way, who nods at them and says, ‘Morning, boys. How’s the water?’ The young fish swim on for a bit before one finally asks the other what “water” is.”
Like the fish, many of us live our lives swimming through a world permeated with habits without even realising it.
The Guide to Transformation
The best part of the book is the appendix, titled: A Reader’s Guide to Using These Ideas, in which Duhigg quite simply summarises his book into steps we can utilise in our quest for real change in our lives. While reading the book, readers are made aware of the literal power of habits and how they shape our lives, and the appendix gives us the guide to affecting real transformation. These points are:
- The identification of a routine – to know what sort of behaviours you want to change.
- Experimentation with rewards – once you have figured out the behaviour you want to change, you must experiment with rewards to find the best one to match your new or modified behaviour.
- The identification of the cue – once you have an appropriate reward that works, you can identify the real cue of the habit. Usually, habitual cues fall into five categories: location, time, emotional state, other people, and an immediately preceding action. If you are serious about changing, keep a diary of location, timing, emotional state, people around you, and the action you took immediately prior to your habit. After writing these down a couple of times, you will probably see a pattern emerge and identify your cue.
- Create a plan – since you have recognised your habit loop, it should be easier to design a new one that changes your routine and reward but has the same cue. If you have correctly determined the right cue and reward, the habit will be easy to change.
The Verdict
The Power of Habit is one of the best books about personal transformation I have come across. It hit home that everything we do and how we live our lives, to how large companies organise and market themselves is due to habit. But more than that, how successful we are in any of life’s endeavours depends on our ability to identify and reshape or build new habits, as Will Durant summed up Aristotle’s views:
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”
The more we understand our habits, the less importance we assign to achieving our ‘goals’ or any number of facets of life that we obsess over. Achieving these facets is something your average self-help book obsesses over. Although having goals is important, focusing your attention on changing habits will naturally lead to a more successful life. That makes this book special. It not only proves this to you through individual, organisational, and societal examples, but it also provides you with a framework and guide to effecting a profound change within your life.
About Charles Duhigg
Charles Duhigg is a reporter for the New York Times and has won many awards for his work, including the prestigious Pulitzer Prize. Having studied History at Yale University, he received an MBA from Harvard Business School. He first worked in private equity before beginning his career in journalism.
He became interested in productivity when he was writing a book in his spare time on neurology and the psychology of how habits are formed. Feeling that he was falling behind in his work, given that he was a full-time reporter at the New York Times chasing stories and the recent father of a second child, he wanted advice. Contacting the friend of a friend, who was a renowned surgeon, author, an associate professor at Harvard University, advisor to the World Health Organisation, and the founder of a non-profit organisation, he reached out for a fresh opinion on productivity. The reply he received was that the surgeon was unavailable because he was too busy.
Later, he found out the surgeon was actually heading out on a short holiday with his wife, and that he should email later in the month, when the surgeon would have more time to reply. Charles Duhigg learnt from this incident that productivity means different things to different people in different settings. It is the name we label our endeavours to make the best use of our time and intelligence, according to our priorities. It is about getting the best possible results with the least energy wasted. From another angle, it is about getting tasks accomplished without sacrificing everything we care about.
About the Book
“In The Power of Habit, award-winning New York Times business reporter Charles Duhigg takes us into the thrilling and surprising world of the scientific study of habits.
He examines why some people and companies struggle to change, despite years of trying, while others seem to remake themselves overnight. He visits laboratories where neuroscientists explore how habits work and where, exactly, they reside in our brains. And he uncovers how the right habits were crucial to the success of Olympic swimmer Michael Phelps, Starbucks CEO Howard Schultz, and civil-rights hero Martin Luther King, Jr.
The result is a compelling argument and an empowering discovery: the key to exercising regularly, losing weight, raising exceptional children, becoming more productive or even building revolutionary companies is understanding how habits work. By harnessing this new science, we can transform our businesses, our communities, and our lives.”
Books by Charles Duhigg
- The Power of Habit
- Smarter, Faster, Better
Sources:
- https://en.wikipedia.org/wiki/Samuel_Smiles
- https://en.wikipedia.org/wiki/Self-help_book
- https://en.wikipedia.org/wiki/Self-help
- https://deanyeong.com/reading-note/the-power-of-habit/
- https://fourminutebooks.com/the-power-of-habit-summary/
- https://deanyeong.com/reading-note/the-power-of-habit/
- http://blogs.umb.edu/quoteunquote/2012/05/08/its-a-much-more-effective-quotation-to-attribute-it-to-aristotle-rather-than-to-will-durant/
For more interesting information:
- Spirituality Unexpected
- A Review of “Compassion Conquers All” By Tsem Rinpoche
- Nothing Changes Everything Changes
- Coming into Kechara: A Journey to Find My Spiritual Self
- The Kechara Pocket Prayer Book: A Review
- Faces of Enlightenment by Tsem Tulku Rinpoche – a Review
- Snakes, Roosters and Pigs by Tsem Rinpoche
- Be Happy
- Gurus for Hire, Enlightenment for Sale– A Review
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We are too used to our habitual life style. Habit is our comfort zone because too used to it. We do not need to think but habit is like our routine style. Therefore is possible we cultivate a good habit instead of bad habit.
A big part of spiritual practice is practicing what we should be practicing and avoidance of negative actions. Techniques to change one’s habit are also so important in the spiritual realm. Habits are not easy to deal with especially those habit formed over countless lifetimes. So knowledge on how to deal with hard to change habits serves us in every aspects of our lives too.
This looks like a very interesting book . And i love the quotes from it. Something that i should try to look into. Thank you Rinpoche for sharing this interesting book on The Power of Habit.??
This is an interesting book, that I would not mind reading, more about. It is interesting as in Buddhism, we hold vows to hep us change our negative habits to more positive ones.
Habits are part and parcel of our lives, habits or one could probably call it a kind programming, that we are wired in different ways. Programming can be reversed with the right amount of technique. Thank you to Rinpoche and Pastor Niral to bring us this topic.
Interesting read. How wonderful to know how to change my bad habit so that I can be more organise and be more efficient…. so that I can fulfill my secular responsibilities at the same time I could have more time for dharma. Now the difficult part is to identifying the cue!
Well, before planning to change the habit that we wanted to get rid of, first or all we got to ask ourselves do we want to change? we are basically using a way tp program and to trick ourselves to change. I believe we all have the power to change if we are truly determined about it. But the problem is we are lack of determination because we are too comfortable in our sufferings which is our comfort zone. sufferings and pain already became our habits. Just like the fish swimming in the water without knowing what’s water. When are we going to realise that and start to change?
Habit can become lifestyle, lifestyle can become tradition. Just like people around us like to say, “I like to have a cup of coffee during tea time, and a glass of wine during dinner.” Sounds indulging right? Luxurious lifestyle. But it’s actually habit, and it is not necessary. Like many Chinese families, the younger ones have to call all the older ones to eat before start eating, especially at home. This is by habit. But Chinese people like to call it traditional. But it seems it’s a good habit, and it reflects good manners. So, many Chinese families follow.
Habit can be changed, depends on whether we want to change or not. Like many of us like to give the excuse “troublesome”, “麻烦”, it is because we’re reluctant to change. It is because once change, will take time to adapt. People are living in comfort zone, “take time to adapt” is something where people reluctant to follow. Just like how Eugene took a walk outside without his wife bringing him, and knew the way back home. Coz the time he took to adapt, and has become habitual. Habitual on the other hand, can be dangerous.
I believe it’s all up on how bad we want to make a change. Of course the habit created may not be easy to change but how much we want to change the habit it’s still depend on us. People around us can tell us until the moon come down but if we don’t put in consistent effort it will not make a different.
Personally what important is to make the first move with good motivation. Subsequent steps will be consistency. We can take a step at a time but must be consistent and be mindful to control our mind.
I think we can really get rid of bad habits if we want to. It is always a matter of whether we really want to change or not. I think we all know about our bad habits but just won’t change one bit due as we are stubborn or maybe just done it for umpteenth times till we were basically too use to it. Yes even though we know it is actually good for us. I think however knowledge about our own bad habits, there will only be a cure if we apply the change.
As the saying goes:
Old habits die hard.
Humans are creatures of habit.
As this article suggests, we can rid the bad habits if we want to. It’s whether we want to or not. Most times we’re too comfortable and too lazy to put in the effort to change, even after friends and family members have advised us to or even when we know that the change is good for us. Our habits also allow psychologists and psychiatrists to profile us – worse still if we’re being profiled by people with bad intent. Hence Rinpoche is always pointing out our bad habits and always thinking of ways to assist us to break them for our benefit and happiness.
I believe that no matter how many hundreds of life changing books we read, without motivation or inspiration, it is of no use.
There are many ways to have motivation and inspiration from people around us but the willpower still come back to us.
Successful people around the world, have strong motivation because they want to be successful and not fail so that they can prove to themselves that they can. Likewise, knowing that we can always do the same, we should also set the same motivation.
After listening to Rinpoche excerpt on
Tendencies
, https://youtu.be/JO-D1FDUrgA I found similar characteristics mentioned in this book as well. It is the habit or simply the actions that we take, that will determine whether we will achieve/get what we wanted or we will be the same years after years. Be it secular or spiritual, tendency is the key factor. When I read about the successful people’s bio or quotes, usually they have one thing in common~ having less and doing what other people deemed as impossible or unwilling to do. And the most important part is,once they know that it’s effective, they will keep doing it. Hence, this is why we have to push ourselves to do more virtuous actions when we know that it’s the right habit! Although we might not have the best motivations but at least we try. I used to watch drama series, one after another. Now occasionally I will still indulge in one or two drama series in a month too but I am more than happy to read books, and Rinpoche’s blog. ?
I have read some of these self help books in the market before but none can really inspired me to change, not until I’ve encountered Rinpoche’s blog and YouTube teachings. I think I have a new habit of coming to Rinpoche’s blog often. ?
Thank you Rinpoche and Pastor Niral.
Thank you Rinpoche and Pastor Niral for sharing us with the book review of ‘The Power of Habit’ written by Charles Duhigg. Upon reading through the book review that precisely and accurately share the important key points to us, I fully understand that the success of an individual or an organization does not only rely on what the person or the organization is working on but most importantly is the habit of producing positive changes consistently upon analyzing the causes of the unsuccessful outcome and identifying the good motivations that can keep the individuals to work on the repetitive steps continuously that can eventually lead to achievement and good performance. Personally, I have found the example of keeping a daily log as given by Duhigg is very effective and useful for individuals in an organization to manage their own time and priorities in works instead of depending on the superiors’ instruction of what to do in daily manner. This method of reproducing constructive habits can be applied to all of us including the spiritual or secular organizations, students, businessman, housewives, etc. It is never too late for anyone to make a positive change in our life, be it starts at 3 years old or even at our old age because learning process will never ends.
Thank you with folded hands,
kin hoe
This book “The Power of Habit” written by Charles Duhigg, ,have a useful advice about how to change at least some of our bad habits. Interesting review of this book…..We can develop the habits that can change our life and make everyday life possible for good or bad. Have positive thinking, focus on our goal , eliminate the non-essential and so forth to change ourselves. Many us have been trying desperately to break bad habits for a better. Charles Duhigg, an investigative reporter has did a research all through reading hundreds of scientific papers and interviewed many of the scientists has discovered interesting findings of how habit formation . It seem that by understanding the nature of habits we can change our habits. Scientific discoveries has found that why habits exist and how they can be changed. We must be the change that if we wish to see in the world. To progress in our lives it is impossible without change, and if we cannot change our minds set we cannot change anything.
Thank you for sharing.
Thank you, Rinpoche and PNP for this powerful sharing on what drives habits and how to change it. The formation of habit depicted in the story of Eugene Pauly is quite relatable; just imagine how we drive from home to office daily using the same route, autopilot. Most of the people will not change or try new routes. Most people will react to the reward of a shorter travelling time to induce that change of route. This whole 4-steps guide to transformation works, which is why Waze (of Google) is so popular when it comes to going from point A to point B. People just switch it on because it gives exactly these 4 steps in a nutshell, on the phone. 🙂
Thank you for sharing.
Indeed interesting and a good information.
We need to change everyday whether ourselves, or organisation for the better us or environment.
Even our cell in our body changed every seconds every minutes.
Technology kept improving and we moving forward to BI ( Business Intelligence ) & AI ( Artificial intelligence).
If we still continue with the old habit and conventional way of doing things, we can’t improve and we will forever stuck ( comfort zone).
Change is good, change for better.
???
What an interesting review of this book! I like reading the review of this book which is short and direct to the point. I like the part where is said “focusing your attention on changing habits will naturally lead to a more successful life.” It meant everyone is empowered to make the change through our habits to become whatever we wish to be and become.
Makes me want to go out to the bookstore to get this book.